STRATEGIC PLAN 2020 2024 - Badminton Oceania
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STRATEGIC PLAN 2020 - 2024
CONTENTS
Strategic Plan 2020 - 2024 3
ORGANISATION CAPACITY AND CAPABILITY BUILDING
Governance 5
Management 6
Finances 7
Member Capacity 8
MARKETING AND COMMUNICATIONS
Digital 11
Branding 12
Innovation 12
Media and Press 13
Stakeholder Communications 14
Commercial Partners 15
TOURNAMENTS AND EVENTS
Continental Championships 17
International Sanctioned Tournaments 18
Multi-Sport Games 19
Opportunities 20
Technical Officials 21
BADMINTON FOR ALL
Inclusion/Gender Equity 24
Shuttle Time 25
AirBadminton 27
Development 28
Education 30
Abbreviations
BOC – Badminton Oceania Confederation | BWF – Badminton World Federation | MA – Member Association
STRATEGIC PLAN
2020 - 2024
I S IO N
V ORGANISATION
CAPACITY AND
MARKETING AND
COMMUNICATIONS
TOURNAMENTS AND EVENTS
To inspire and enhance positive
BADMINTON FOR ALL
Making Badminton accessible
CAPABILITY BUILDING
To promote, communicate tournament experiences and inclusive
To strengthen and enable and engage
Badminton - The organisational capacity and Continental Championships Providing opportunities to
Digital • Ensure quality delivery and positive develop and fulfil potential
leading regional sport capability of Badminton
player experiences
Oceania and our • Increase following and
accessible to all members. engagement across all • Member participation a priority Shuttle Time
platforms • Co-ordinate and support
Governance International Sanctioned Tournaments introductory programme
• Implement and follow Branding • Maintain an international competition regionally
good governance • Increase brand awareness structure which supports development
• Assist hosts to ensure quality delivery Air Badminton
S SI O N
practice
and positive player experiences • Promotion and integration
I
Innovation
• Embracing use of new and • Identify and encourage new hosts of the outdoor game
M
Management
• Ensure effective and relevant technology and
efficient operational ideas Multi-Sport Games Development
structures • Badminton included in Multi-Sport • Increasing representation
Media and Press Games in the Region at a regional and
To lead and strengthen, Finances • Develop and maintain key international level
in partnership with our • Robust financial contacts and relationships Opportunities
stakeholders, innovative, management policies • Encourage Members to host Education
sustainable, exciting and procedures in place Commercial Partners tournaments • Relevant programmes to
• Identify and maintain • Encourage and support new increase capability
development and
Member Capacity opportunities for mutual tournament initiatives
event initiatives
• Support Members to have benefit
strong organisational Technical Officials
structures operating to Stakeholder Communications • Provide opportunities and pathways to
govern, manage and • Regular, relevant, achieve the highest level
deliver informative two-way
communications BadmintonOceania.org
We value Excellence, Innovation, Leadership, Integrity and Inclusiveness 3
ORGANISATION CAPACITY AND
CAPABILITY BUILDING
To strengthen and enable organisational capacity of Badminton Oceania and our members
4
Strategic Priority - Organisation Capacity and Capability Building
to strengthen and enable organisational capacity and capability of Badminton Oceania and our members
Governance: Implement and follow good governance practice
Programmes/
Strategy and Goal KPIs
Activity
1. Leadership • Provide leadership in good governance practices: • 80% strategic and operational plan KPIs are achieved
transparency, accountability, responsibility • Annual reporting against the Strategic Plan
• Ensure the BOC constitution is “fit for purpose” • Annual Operational plans developed aligned to the Strategic
• The Strategic Plan guides the work of the Executive Board, Plan
Committees and Staff of BOC • Constitutional AGM requirements are met
• The Strategic Plan is aligned with the BWF strategic plan • BOC Annual Report (including financial report) accurately
whilst being realistic, progressive, and challenging for the reflects the year’s activities
Oceania region
• The AGM is well organised and compliant with BOC rules
2. Executive • The Executive Board has a balance of MAs, gender and skills • People from a minimum of 5 MAs on the Executive Board
Board and • The Executive Board meets a minimum of quarterly (2 face to • Minimum 40% female representation on Executive Board
Committees face and 2 via teleconference) • Written Secretary General report (including financial report)
• Good Executive Board meeting practices; agenda, meeting circulated quarterly at least 5 days prior to the meeting
conduct, minutes • Quorum present at each Executive Board meeting
• Chairs and Committees are appointed biennially • Agenda distributed one week prior to Executive Board meetings
• Terms of Reference guide work of the Committees • Minutes accurately reflect discussions and decisions of the
• Committees proactively contribute to discussion and meeting
decision-making • Minutes published on website no later than 21 days after the
meeting
• Committees report progress 6-monthly
• Committees contribute to annual planning
• Committee Terms of Reference reviewed biennially prior to call
for nominations
Organisation Capacity and Capability Building 5
3. Rules, • BOC rules, regulations and policies are up to date and there • Alignment to BWF constitution
Regulations is both internal and external compliance • Reviews completed as per review schedule
and Policies • A policy review schedule provides timely review and • Compliance with all policies
recommends amendments • Publish on BOC website
Management: Effective and efficient operational structures
Programmes/
Strategy and Goal KPIs
Activity
1. Annual • Define areas of focus within each programme area with • Annual Operational Plan aligned to the Strategic Plan
Operational clearly defined KPIs • The Plan submitted by due date to BWF
Plan • Coordinate staff calendars and plans to deliver on the • A staff calendar to be prepared and maintained on an annual
Operational Plan basis
2. Human • Employment agreements in place • Annual performance appraisals conducted for all staff within the
Resources • Staff have required skills and knowledge for quality delivery agreed time frame
and member servicing • Monthly staff meetings held
• Staff roles and structures to meet organisational needs • Weekly e-updates distributed
• Professional development and relevant training provided to • Staff roles and structures reviewed annually
upskill the workforce
• Support the workforce to showcase excellence and best
practice
3. Information • IT equipment is reliable, fit-for-purpose and enhances the • IT requirements are reviewed annually
Technology operations of BOC • An IT asset plan ensures timely upgrade and replacement of
• Cloud based technology ensures data and information is software and hardware
secure
Organisation Capacity and Capability Building 6
4. Historical • A BOC history document is maintained and stored • History document updated within 2 months of the publication
Records electronically of the annual report
5. Organisation • An organisation sustainability plan gives certainty to the • An organisation sustainability plan developed and reviewed
Sustainability organisation and staff about the future in the event of a biennially
catastrophic event
Finances: Robust policies and procedures
Programmes/
Strategy and Goal KPIs
Activity
1. Annual • Budgets aligned with the annual operations plan • Draft budgets submitted for approval to Executive Board in
Budget and • Realistic and as accurate as possible budgets December each year
Long -Term • A long-term financial plan to predict future annual income • Reforecast undertaken at 6 months and 9 months to identify and
and expenditure over a 5-year time frame and alerts BOC to mitigate risk
Financial Plan
any future potential risk • Actuals within 10% of budget
• Actual v Budget reported quarterly to the Executive Board
• Long-term plan developed and updated annually following
publication of year-end results
2. Financial • Review and update the financial protocols document • Full compliance with financial protocols
Protocols biennially to ensure it is relevant • Biennial review completed and documented
Organisation Capacity and Capability Building 7
3. Reporting • The accounting system is refined to produce meaningful • Quarterly reporting to the Executive Board
and Monitoring reports • Low levels of outstanding debts
• Timely debtor follow-up
4. Audit • Meet Incorporated Societies (NZ) requirements regarding • Audit report is timely and without any qualification
audited accounts • File annual accounts with Incorporated Societies
5. Reserves • Maintain a reserves policy to ensure an appropriate level of • Reserves, as per the Reserves policy, to be accumulated on an
reserves are planned to provide for financial shocks annual basis where BOC has returned a financial surplus
• Develop a low risk investing policy to ensure reserves are • Review the policy biennially
protected
Member Capacity: Supporting strong organisational structures to govern, manage and deliver
Programmes/
Strategy and Goal KPIs
Activity
1. Member • Actively engage with MAs regarding governance processes, • All MAs are legal entities with an up to date registered
Association encouraging continuous improvement in their practices constitution
Governance • Encourage MAs to have a strategic and operational plan that
aligns with BOC plans
Organisation Capacity and Capability Building 8
2. Member • Support and provide input into the BWF MA questionnaire • All MAs complete the questionnaire as required by the BWF
Association and categorisation tool • BOC in conjunction with the BWF develops initiatives that
Categorisation • Actively encourage and support MAs to improve their support MAs based on information provided through the survey
categorisation rating • Minimum of 8 MAs to move up at least one category rating from
the baseline in 2020
3. Member • Support and partner with targeted MAs through formal • MA agreements to be agreed and signed no later than 20
Association agreements, to improve and strengthen capacity to deliver January each year
Partnership development and participation programmes • All MAs receiving personnel, equipment or financial support
• Support provided to MAs aligned to MA agreements have an annual agreement in place
Agreements
• Quarterly reporting provided from MAs as per the agreements
• Annual review of the agreement format
4. Key • Engage and work in partnership with key Oceania regional • Attend Oceania National Olympic Committees (ONOC) and
Stakeholder stakeholders with similar objectives as BOC to strengthen Oceania Sports Federations of Oceania (OSFO) Annual General
Partnerships our MAs Meetings and Conference if practical
• Connect and collaborate with other sports to share best • Remain an active member of the Oceania Sports Federation of
practise and future opportunities Oceania (OSFO)
• Actively contribute to meetings, workshops and • Deliver Australian Sports Pacific Partnership (ASPP) programmes
programmes of BWF and other stakeholders where funding has been awarded
• Collaborate and partner with other sports and organisations • Support the Oceania Sport Education Programme (OSEP) in MAs
to both apply for and deliver multi-agency programmes where the programme is delivered and is relevant to current
needs
5. New • Identify and develop a strategic approach to gaining new • 1 new member by 2022; total = 17
Members Members • 1 additional new member by 2024; total = 18
Organisation Capacity and Capability Building 9
MARKETING AND COMMUNICATIONS
To promote, communicate and engage
10Strategic Priority - Marketing and Communications
to promote, communicate and engage
Digital: Increase following and engagement across all platforms
Programmes/
Strategy and Goal KPIs
Activity
1. Digital • Continue to manage and develop the website, social media Analytics show:
Platforms platforms Website
• Inform and update Oceania’s badminton community • Monthly reporting on Google Analytics
by sharing high quality, timely, relevant and accessible • Average of 10,000 views per month
organisational information • Keep content up to date and refresh on an on-going basis
• Develop effective new ways of storytelling
• Promote the website as the go-to for information and news Enewsletter
• Encourage players to participate in digital opportunities for • Send one Enewsletter a month highlighting latest news in region
star creation and human-interest stories • Maintain above 45% open rate
• Monitor Google Analytics to assess views and optimise the • Increase subscribers by 25% each year
website
Social
• 10% increase year on year BOC pages:
Reach, engagement, link clicks, impressions, likes and follows
and video views
2. Live • Provide high-quality live streaming broadcast of all Oceania • All international tournaments to have streaming broadcast
Streaming Championships, BWF Grade 3 Oceania tournaments, Para • 80% of tournaments to have 2 courts streamed for the duration
badminton International tournaments and BWF Junior • Provide commentary from semi-finals on court 1
International tournaments - easily accessible and free to • Conduct 6-monthly audit of streaming equipment, processes
view for all and production
• Provide high-quality live streaming broadcast of badminton • On-going research to keep up to date on new and innovative
at the Pacific Games and Mini-Games technologies and ways to improve streaming production and
• Continually strive to enhance the user experience viewer experience
• Increase viewer numbers and engagement year on year
Marketing and Communications 11Branding: Increase brand awareness
Programmes/
Strategy and Goal KPIs
Activity
1. Brand • The BOC brand to have a consistent ‘look and feel’ across all • Create a BOC guidelines manual and distribute to all relevant
areas of implementation stakeholders
• The branding reflects a modern, progressive organisation • Branding is consistent with the brand guidelines across all
• Highly visible branding at all BOC and MA tournaments and platforms, products and MAs
activities • Minimum of 2 BOC branded banners at all BOC related events
• Minimum of 2 BOC branded A boards on live stream courts at
tournaments
2. Design • Create eye-catching collateral and documents which reflect • Compelling branding and design, consistent with the brand
the brand across all areas of Badminton Oceania guidelines, applied to all assets
Innovation: Embracing new and relevant technology and ideas
1. Research • Research technological advancements to identify new and • One new communication initiative to be implemented each
innovative ways of communicating year
2. Digital • Research and implement digital technology to enhance and • Implementation of technological equipment and tools across all
Technology streamline the way we do things programme areas to enhance delivery
• Explore opportunities around e-sport badminton with the • E-sport options explored and if appropriate resourced and
goal of engaging more people in the 13-18 year age group implemented
Marketing and Communications 12Media and Press: Develop and maintain key contacts and relationships
Programmes/
Strategy and Goal KPIs
Activity
1. Media • Maintain an up to date media contact list • Create a segmented media contact list
relationships • Monitor and measure media exposure • Quarterly review of media contact list
• Ensure timely distribution of news to the contact list • Develop 2 key media relationships in each country/state or
• Maintain a comprehensive image database for media use region
• 1 story feature in-country media per year
• Media releases indexed and archived digitally for easy access
• Maintain an image database of accessible and relevant imagery
2. Networking • Ensure BOC is represented at relevant events, forums, • BOC is represented at:
conferences and meetings to maximise networking - ONOC
opportunities - OSFO
• BOC to have regular contact, both digital and face to face - BWF AGM each year
with MAs - Other relevant events, conferences, workshops and
meetings: within MAs, Regionally and Globally
• BOC staff to meet with each MA face to face once a year if
possible
3. Training and • Identify and develop key communications volunteers within • Minimum of monthly contact with Pacific MA communications
support each Pacific MA personnel
• Deliver media training for players and support staff • Quarterly training opportunity (webinar, document, report etc)
for each Pacific MA communications personnel
• 1 x media workshop for Pacific players and support staff at the
Oceania Mixed Team Championships (held biennially)
Marketing and Communications 13Stakeholder Communications: Regular, relevant, informative, two-way communications
Programmes/
Strategy and Goal KPIs
Activity
1. Member • To keep MAs updated on BOC regulations and activities • Maintain high MA content in the news section of the BOC
Associations • Clear, consistent and transparent communication with website
MAs to build awareness, image and profile of BOC as the • High development programme linked content through digital
badminton Continental body communications
• Receive regular updates from MAs
2. • Develop and implement a stakeholder communications plan • Keep communications interesting and topical to maintain and
Communication • Develop and maintain a segmented distribution list of all key increase traffic
Channels contacts • Annual review of the Stakeholder communications Plan
• Share knowledge and information via the most effective and • Quarterly review of the distribution list
efficient methods with targeted audiences i.e. website and • 1 x Making It Happen sent weekly
social media • 1 x media summary sent monthly to media contacts
• Provide opportunities for players, coaches, fans and managers
to subscribe to the e-newsletter
3. Enhance • Educate, assist, support and provide guidance to form a MA • Assist targeted MAs on how to effectively use their
Member communications strategy on needs basis communications resources to engage more people in country
Association • Compile and share a Communications Guidelines document • All MAs to have an active Facebook business page
Generated for MAs • Review and update the communications guidelines quarterly
• Monthly feedback for each Pacific MA communications lead
Communications
• 6 human-interest stories developed from each Pacific MA
communications lead per year
Marketing and Communications 14Commercial Partners: Identify and maintain opportunities for mutual benefit
Programmes/
Strategy and Goal KPIs
Activity
1. Diversify • Diversify income streams for financial sustainability • Potential value propositions to future partners are identified
income • Identify potential commercial partners whose values align • Minimum one new commercial partner is secured biennially
streams with those of BOC in order to grow commercial revenue • Current sponsorships are renewed
• Maintain and service existing sponsor relationships • Tournament streaming is providing some revenue
• Investigate ways to monetise streaming of tournaments
Marketing and Communications 15TOURNAMENTS AND EVENTS
To inspire and enhance positive tournament experiences
16Strategic Priority - Tournaments and Events
to inspire and enhance positive tournament experiences
Continental Championships: Quality delivery, positive player experiences, member participation
Programmes/
Strategy and Goal KPIs
Activity
1. Venue • Maintain a database of venues, host organisers and support • Update the venue and infrastructure database annually
and Host infrastructure in the region who could potentially host the including site-visits where possible
Organisers Championships • Held in a Pacific Member ideally once every 3 years
• Acquire required equipment for the Championships for all • Own and maintain equipment for a 6-court set-up (minimum)
hosts to utilise • Every Championships to include a minimum of one legacy
• Develop a hosting plan for four years in advance benefit to the host
• Maintain a detailed operational plan and budget template • Adapt the operational plan and budget to align with the host
• Appoint hosts where a beneficial legacy programme can be • Post-Championships survey in conjunction with the Athletes
implemented Commission, with a minimum 80% satisfaction rating
• Combine activations from other programme areas to
maximise the benefits of hosting
• Continuously improve the quality of delivery ensuring a
consistently high standard of presentation, implementation,
brand exposure and streaming production
• Provide the best possible tournament experience for
everyone involved
2. • Implement the delivery of development projects aligned • Every Championships to include a minimum of two
Development with the Championships to facilitate MAs to participate development programme activations
Opportunities • Ensure that there are useful legacy benefits aligned with • Minimum 40% of MAs represented each year
hosting the Championships • Every Championships to include the implementation of a
minimum of one legacy project
Tournaments and Events 17International Sanctioned Tournaments: International competition structure to support
development, sustainable, quality delivery and positive player experiences, new hosts
Programmes/
Strategy and Goal KPIs
Activity
1. Host • Develop and maintain a database of suitable venues and • Update the venue and infrastructure database annually
Organisers support infrastructure within the region where international including site-visits where possible
tournaments could be hosted • Work in partnership with MAs to host new tournaments
• Partner with current and potential host organisers to • One International Challenge tournament per year to be held in
develop and increase capacity and capability the region
• Provide encouragement and support to existing hosts to • One BWF sanctioned Para badminton tournament per year
upgrade their tournament to a higher level
• Progressively increase the number of and the level of BWF
sanctioned tournaments: juniors, grade 3, para
• Partner with host organisers to develop and deliver
meaningful legacy initiatives
2. Calendar • Develop and publish an annual calendar of BWF sanctioned • An annual calendar of tournaments in the region is published by
tournaments in the region which supports development 1 November the year prior
pathways for players, technical officials and tournament • A minimum of 8 BWF sanctioned tournaments including World
organisers Tour, Grade 3, and Junior International (excluding Oceania
• Implement the Oceania Tour to support the promotion of Championships) held in three or more MAs in a calendar year by
players through the communications strategy 2024
• Maintain a rolling 3-year calendar including identified • One BWF sanctioned Para badminton international (excluding
potential new hosts Oceania Championships) held in the region annually
• Seek feedback from the Athletes Commission annually regarding
the Calendar and Oceania Tour
Tournaments and Events 183. Delivery • Continuously improve the quality of delivery ensuring • Review the Oceania tournament regulations annually
a consistently high standard of presentation and • Review the Oceania tournament host guidelines annually
implementation • An MOU in place with the host organiser 8 months prior to the
• Maintain Oceania tournament regulations and host tournament
guidelines documents • Reports received and actioned within 8 weeks of the
• An MOU in place with all host organisers to capture roles, tournament completion
responsibilities, expectations and financial matters • Provide assistance including on-site where required and agreed
• Relevant reporting templates provided
4. Technical • Oceania or BWF qualified Referees appointed for all • Distribute invitations to all eligible Referees to officiate 5
Officials tournaments months in advance of the tournament
• International tournaments are adequately serviced in the • The required number and qualification level of Umpires are
Technical Officials area appointed for each tournament
• The required number of Line Judges are recruited for each
tournament
Multi-sport Games: Badminton included in multi-sport games
Programmes/
Strategy and Goal KPIs
Activity
1. Pacific • Advocate to the Pacific Games Council for the inclusion of • Determine the requirements for badminton to become a core
Games and badminton as a core sport in the programme sport at the Pacific and Mini-Games as from 2027
Mini-Games • Assist MAs with applications to host the Pacific and Mini • Consult with MAs and other stakeholders to gain consensus to
Games and ensure the inclusion of badminton proceed with implementation of the requirements
• Assist with support, guidance and delivery of badminton in
conjunction with the host nation
Tournaments and Events 192. Other • Assist MAs to have badminton included in Multi-sport games • Badminton is increasingly included in Multi-sport events in the
Games held in countries where the MA sees this is important and Oceania region
beneficial to their organisation • Legacy benefits derived from inclusion
3. Special • Maintain a relationship with Special Olympics Asia Pacific • Increased Shuttle Time programmes for Special Olympics
Olympics through a MOU and delivering programmes in partnership participants throughout the Oceania region
• Badminton included in the Special Olympics if hosted in the
Region
Opportunities: Hosting tournaments, new tournament initiatives
Programmes/
Strategy and Goal KPIs
Activity
1. Competition • Ensure in-country competitions are included as part of MA • 80% of MAs to organise and deliver National Championships:
structures development plans juniors (1 or more age groups) and open
• Encourage and support MAs to develop capability and • Deliver the BWF Event Management course biennially
capacity to enable the delivery of in-country competition
structures
• Support MAs to gain the skills and knowledge to organise
and deliver tournaments and competitions
2. New • Encourage MAs to have open dialogue with BOC regarding • Potential new tournament opportunities are identified
tournaments new tournaments and competitions within the Oceania • An Oceania Masters team event is held biennially
region which are part of a greater strategy leading to • One new tournament is held in the region each year to build
hosting a sanctioned international tournament capability towards hosting a BWF sanctioned international
• Organise and deliver an Oceania Masters team competition tournament
in partnership with an MA
• Explore the feasibility of creating and building an Oceania
league with the focus on player pathways, commercial
returns, streaming and promotional opportunities
Tournaments and Events 20Technical Officials: Opportunities and pathways to achieve the highest level
Programmes/
Strategy and Goal KPIs
Activity
1. Technical • A progressive, inclusive and well organised committee to lead • Terms of Reference for BOTOC and Assessment Panels to be
Officials and oversee Technical Officials in the region reviewed biennially
Committee • Develop and implement policies, procedures and guidelines • Minimum of three MAs represented on the Committee
encompassing all areas of technical officials development and • 40% gender balance
(BOTOC)
operations • Face to face meeting annually
• Appoint a representative on the BWF Technical Officials • Minimum of one video meeting per year (ideally 6 months)
Commission • Connect 6-monthly with the key contact for Technical Officials in
• Establish and oversee Assessment panels each MA
• The BOC office to maintain an up to date database of Oceania
and Pacific Technical Officials
• BWF TO Commission representative to provide feedback and
reporting to BOTOC and BOC staff pre and post BWF meetings
• Recognition of Technical Officials as appropriate – ie. retirement
from BWF service etc
Tournaments and Events 212. Training, • Increase the number and quality of available technical • Share and support activation of best practice models to recruit
development, officials in the region potential technical officials, particularly in Pacific MAs
education • Invest in and implement the training and development of • BWF level Oceania Technical Officials receiving positive feedback
technical officials providing pathways for progression to the and reports from assessments and appraisals
highest Oceania and BWF levels • Create individual development plans for identified TOs to achieve
• Assessment panels and programmes in place to compliment BWF level
training and development • Annual assessment and appraisal plans confirmed by 1 November
• Learning opportunities are maximised at every international for the following year
tournament in the region • Review development pathways and criteria biennially
• Para badminton to be included in training at national and • Appoint a Pacific Islands Technical Officials development co-
BOC level ordinator to work directly with Pacific MAs
• Organise and deliver umpire training courses in targeted Pacific
Islands MAs; minimum two courses per year; ideally aligning with
national championships or another tournament
• Minimum of two Umpire workshops each year, (ideally in different
countries), aligned with an international tournament
• Distribute and promote BWF technical officials educational
materials to MAs
• Year on year increase the number of technical officials trained to
officiate at Para badminton tournaments at all levels
• Connect 6-monthly with the technical officials lead in each MA to
discuss development activities and progress
• Minimum of 1 BWF line judge from a Pacific Island appointed in
2023
• Minimum of 5 umpires from Pacific MAs gain an Oceania level
qualification by 2024
• 1 Referee from a Pacific MA to gain BWF qualification by 2024
• Minimum of 10 Referees with CC or higher qualifications by 2024
• Maintain an up to date and accurate database, including records of
work, of all Oceania and Pacific qualified Technical Officials
• Implement a mentoring system for CC umpires and referees
Tournaments and Events 22BADMINTON FOR ALL
Making Badminton accessible and inclusive
Providing opportunities to develop and fulfil potential
23Strategic Priority - Badminton For All
making badminton accessible and inclusive
In all activities and programme areas Badminton Oceania values, encourages and strives to ensure
inclusivity which includes ability, age, ethnicity and gender.
These principles should be key considerations when implementing BOC plans and projects
Programmes/
Strategy and Goal KPIs
Activity
1. Inclusion • Work with key partners to deliver projects which support • MOU signed and reviewed with Special Olympics
the inclusion of people from identified groups • Work with BWF to deliver specific projects as jointly agreed
• Ensure that BOC actions and policies reflect an inclusive
organisation
2. Gender • Maximise gender balance across all programmes and • 40% gender equity ratio across all programmes and activities
Equity activities throughout all areas • Minimum of 4 targeted projects per year to support agreed
• Ensure that BOC actions and policies reflect gender equity projects or individuals
• Implement needs-based funding support to achieve • Actively monitor gender equity in the planning stages of all
improved gender balance in identified area projects and programmes
• Maintain a database of gender balance across all key areas • 6-monthly update of the gender database
based on accessible information and information provided • MAs to have gender equity policies in place
by MAs
Badminton For All 24Shuttle Time: Coordinating and supporting introductory programmes regionally
Programmes/
Strategy and Goal KPIs
Activity
1. Member • Provide leadership and support on a needs basis to MAs to • 90% of MAs planning, delivering and reporting on Shuttle Time
Association implement structured and sustainable programmes with the quarterly
Implementation aim of increasing participation in badminton • The Shuttle Time workforce to increase by 10% each year in MAs
• Modify the Shuttle Time model to better fit with Pacific MA where there is capacity
implementation • MA annual % increases as agreed: number of participants and
• Work with MAs on an individual and needs basis to form number of sessions per participant
partnerships in-country for sustainable delivery • Quarterly reporting, monitoring and evaluation of the
programmes in MAs
• 50% of MAs to implement the Youth Leadership Award
• 50% of MAs to have formal agreements in place with in-country
stakeholders for structured and sustainable delivery
• 4 MAs to have a University accredited to deliver
2. Equipment, • School sets distributed where need is identified • An annual plan developed detailing the allocation of school sets
Resources and • Provide equipment and resources to support MA delivery based on need and priority
Branding where need is identified • A register of school sets distributed to be maintained
• Branding materials provided to MAs to enable good in- • Tablets provided to targeted MAs as required
country promotion • Provision of equipment and other supplies as agreed with
targeted MAs
• Prominent branding visible in all social media communications
from all MAs delivering Shuttle Time
Badminton For All 253. Pathways • Develop models to provide guidance to MAs on linkages • Develop guidelines, review annually
and pathways between Shuttle Time programmes and • Share best practise models
sustainable participation projects • Annual increases in regular after-school, community
• Develop models to provide guidance to MAs on linkages programmes and competitions for Shuttle Time participants in
and pathways between Shuttle Time programmes, player each MA
and coach development programmes • Nurture and keep the existing workforce engaged to provide
regular quality delivery
• Deliver Player Pathways Programmes (PPP) in targeted MAs in
conjunction with the player development programme
• Connect with OSEP courses and the Foundation Coaching
Course
• Increasing participation in AIMS Games or a similar competition
4. Inclusion • Work in partnership with Special Olympics Asia Pacific to • Special Olympics programmes being delivered and reported in
develop and deliver programmes in targeted MAs a minimum of 4 MAs
• Encourage the use of Shuttle Time as the core programme • Ensure Shuttle Time reporting captures people with disabilities
for people with intellectual and physical impairments participation data
5. Gender • 50% gender balance in Shuttle Time data: Tutors, Teachers, • Identify, from data reported, imbalances
Equity participants • In conjunction with MAs where there are identified imbalances,
design programmes and initiatives to address
Badminton For All 26AirBadminton: Promotion and integration of the outdoor game
Programmes/
Strategy and Goal KPIs
Activity
1. • Implement AirBadminton activities to compliment the • 90% MAs utilising the AirShuttle as part of Shuttle Time delivery
Development Shuttle Time development programme • Include AirShuttles in all Shuttle Time school sets distributed to
Programmes • Integration of AirBadminton into pathway programmes targeted MAs
following on from Shuttle Time • Programmes and activities implemented following on from
• Implementation of AirBadminton to result in increased the Shuttle Time programme using the AirShuttle resulting in
participation in standard badminton increased participation in MAs
• Explore strategies with MAs to set-up permanent outdoor • Assist identified MAs with an outdoor facilities strategy
badminton courts
2. Visibility and • Show case AirBadminton as an example of an activity that is • Annual increase in the number of MAs involved in promoting
Promotion accessible, affordable and adaptable to local conditions AirBadminton
• Promotion as a safe and healthy outdoor activity • Annual increase in the number of festivals/events specific MAs
• Encourage and support MAs to deliver AirBadminton are involved in
activities in connection to national and international • Effective branding displayed to ensure high visibility
tournaments • Planned, targeted promotion of activity in-country
• Utilise organised outdoor events to promote badminton to a • Collate the best AirBadminton materials from activities in the
wider audience in conjunction with other sports region to share with all MAs
• Assist MAs to build partnerships and networks to assist the • Assist in the delivery of AirBadminton training to MAs
growth and implementation of projects
3. Competition • Development and implementation of competition structures • AirBadminton competitions being played in 40% of MAs
in targeted MAs • Annual growth in inclusion of AirBadminton in multi-sport events
• AirBadminton included in multi-sport Games • Assist in the provision of equipment to targeted MAs who have
• Accessible and available equipment to MAs well planned and sustainable structures
• Training of organisers and technical officials to deliver well
organised competitions
Badminton For All 27Development: Increasing representation at a regional and international level
Programmes/
Strategy and Goal KPIs
Activity
1. Player • Provide leadership and support to MAs, based on need, to • 60% Pacific MAs to have player development plans and active
Development develop and provide player pathway systems and structures programmes in place
• Increased number of players qualify for the Olympic Games • Players qualify from world rankings for the 2022 Youth Olympic
• In conjunction with MAs identify and support players for Games
Olympic and Youth Olympic Games tripartite qualification • Applications are made for tripartite qualification positions for
• More players from the region playing in international Youth Olympic Games and Olympic Games
tournaments • Minimum 3 countries represented at 2024 Olympic Games
• Provide support to coaches to enhance skills and knowledge • Minimum 6 teams from Oceania to play in the 2020 World Junior
to identify talent Championships in NZL
• In partnership with developing MAs provide training and • Minimum 3 teams to play in the World Junior Championships
competition experiences when held outside of Oceania
• Continuation of the Junior Pacific Development programme • Minimum 8 countries participating in the Oceania
• Assist MAs to access Olympic Solidarity fund support Championships (junior and open)
• Organisation and promotion of the Oceania Tour • BOC appointed Coach to visit each country who are part of the
• Promotion of the BWF Integrity programme across all Pacific Development programme biennially
programmes • Annual review of the Pacific development programme to
determine the best fit programmes for the following year
• Annual participation in an entry level out-of-country competition
for a minimum of 4 targeted Pacific MAs as the first step in their
development pathway
• Delivery of BWF Integrity programmes at targeted tournaments
– including every Oceania Junior and Para badminton
Championships held biennially
• Annual review of the Oceania Tour through the Athlete’s
Commission
Badminton For All 282. Coach • Ensure the development of coaches in each MA is aligned • All coaches working with players in development programmes
Development with the player development programme to have a BWF coach qualification
• Provide opportunities for coaches from developing MAs to • BWF Level 2 qualified coaches working with players in tier 1 of
observe, interact and work alongside more experienced the Player Development programme
coaches • Pacific MA Coaches invited to attend selected tournaments or
• Implement a coach mentoring programme workshops
• Provide support and development to qualified coaches to • Experienced and highly qualified coaches invited to lead
facilitate learning and experience sessions at camps
• Minimum of 8 experienced coaches mentoring developing
coaches each year
3. Para • Increase the number of Para badminton players in the region • Minimum of 2 countries represented at the 2024 Paralympic
Badminton • Players at the Paralympic Games Games
• Provide leadership and support to MAs, based on need, to • By 2024, 40 players play in two or more international
develop and provide player pathway systems and structures tournaments per year
• MAs to establish annual national Para badminton • By 2024, 60 players from 6 countries play in the Oceania
championships Championships
• Increase the number of players from MAs playing in • 6 MAs to have player development plans and active
international tournaments programmes in place
• Assist MAs to connect and engage with NPCs to develop • Minimum of 3 MAs staging national championships annually by
and support Para badminton in-country 2024
• Provide assistance and support to Host Organisers of BWF • An appointed BOC Coach to visit Pacific MAs with development
Para badminton international tournaments plans in place annually
• Disability coaching module delivered biennially • To organise and deliver a regional player camp annually
• Conduct research projects and implement findings • In 2020 undertake a pilot research project with
regarding attracting and retaining participants in Para recommendations and findings implemented over the following
badminton years
• Support the development of national and international • Minimum of one BWF Para badminton international tournament
classifiers and technical officials in the region per year (excluding Oceania Championships)
• Minimum of 10 coaches undertake each disability coaching
module course
• Coaches from a minimum of 4 MAs hold the disability coach
qualification
Badminton For All 29Education: Relevant programmes to increase capability
Programmes/
Strategy and Goal KPIs
Activity
1. Coach • To have quality qualified coaches in all MAs • All coaches working with players in structured MA development
Education • To promote and deliver the BWF Coach Education programmes to have a BWF coach qualification
framework • A minimum of two BWF Level 1 courses per year
• To develop and implement an Oceania Foundation Coach • Pilot the Foundation Coach Course in 2020
course bridging Shuttle Time with Coach Education for • Minimum of two Foundation Coach Courses per year as from
Pacific MAs 2021
• Develop coaches aligned with players in the player • Minimum of 60 Coaches complete the Foundation Course by
development programmes 2024
• Provide support and development opportunities to targeted • Organise BWF Level 2 Courses as need determines
coaches to enable them to progress to the next level • Oversee a workforce of at least 10 people with BWF Tutor Coach
qualification to deliver BWF Level 1 Courses
• 1 BWF Level 3 course to be held
2. Educational • Improve the effectiveness of the administration of • 80% of Pacific MAs to undertake the World Academy of Sport
Resources and developing MAs through training and education National Administrator Course
Opportunities • Promote and utilise on-line BWF resources to best • Deliver a tailored Player Performance Pathway Course on a
advantage as part of on-going education and training of needs-basis to developing MAs
people • Link to MA categorisation by utilising resources available to
• Monitoring and evaluation of programmes improve rating
3. Education • Utilise Oceania Sport Education (OSEP) Courses where there • Minimum of 3 MAs participating in OSEP courses
Programmes is good alignment with BOC programmes and activities • All MAs to have contact with their NOC to ensure they have
• MAs align with National Olympic Committee (NOC) information about programmes being held
education programmes
Badminton For All 30You can also read
